The document is a book about understanding and influencing consumers' decision making process, especially at the "Zero Moment of Truth" when they conduct online research before making a purchase. It discusses how consumers' needs have changed and they now want to explore options and gather information from various sources online before deciding what to buy. The book aims to help marketers understand these changing consumer behaviors and provide the right information at the right time to influence the purchasing decision.
Google ha presentado un sitio web: http://google-zmot.appspot.com/ y un ebook sobre ZMOT.
La información presentada es importante para quienes trabajamos en Marketing Digital
Unilog is a global technology company founded in 1998 specializing in big data analytics, catalog content enrichment, and product data management for e-commerce. It has over 300 employees across offices in Bangalore, Mysore, and Philadelphia. Unilog provides end-to-end data management services including taxonomy development, digital asset management, and web research to help clients enhance their online product information and power online sales. The company focuses on delivering high quality services through innovation and process discipline.
The document discusses the concept of the "Zero Moment of Truth" (ZMOT), which is when consumers conduct online research about products and make purchase decisions before reaching the store shelf. It explains that consumers now do "reconnaissance" online to gather information from many sources before deciding what brands to buy. The book aims to help marketers understand these new moments where decisions are made and how to provide information to consumers at this stage of the purchase process.
Is your Strat centered on Zero Moment of Truth of Users?Gabe Gerhart
Googles ZMOT Whitepaper from 2011, which helps retailers conceptialize on how to use digital to help capitalize on business goals. Check it Out, and revolutionize your strategy to begin executing on a prospective ZMOT user.
The document discusses the concept of the "Zero Moment of Truth" (ZMOT), which is when consumers conduct online research about products and make purchase decisions before reaching the store shelf. It explains that consumers now do "reconnaissance" online to gather information from all sources before deciding what brands to buy. The book aims to help marketers understand these new moments where decisions are made and how to provide information to consumers at this stage of the purchase process.
The document appears to be a handbook about winning at the Zero Moment of Truth (ZMOT), which is the instant when consumers search online for information about a product or brand prior to purchasing. It includes a foreword by Jim Lecinski emphasizing the importance of being present at the ZMOT. It then provides an introduction telling a story about a modern consumer's ZMOT experience when purchasing a TV, to illustrate the changed consumer purchase journey. The handbook seems aimed at providing marketers practical strategies and recommendations for how to succeed at the ZMOT.
This document appears to be an excerpt from a handbook about winning shoppers at the "Zero Moment of Truth" (ZMOT). It discusses strategies for retailers and brands to show up at the right places (online and mobile), with the right content, and more often in order to influence shoppers' decisions at the key moment when they search for information about products online. The handbook is intended to help marketers understand how to maximize their impact at the ZMOT through approaches like multi-screen advertising, local mobile search, tablet marketing, and affiliate programs.
Google ha presentado un sitio web: http://google-zmot.appspot.com/ y un ebook sobre ZMOT.
La información presentada es importante para quienes trabajamos en Marketing Digital
Unilog is a global technology company founded in 1998 specializing in big data analytics, catalog content enrichment, and product data management for e-commerce. It has over 300 employees across offices in Bangalore, Mysore, and Philadelphia. Unilog provides end-to-end data management services including taxonomy development, digital asset management, and web research to help clients enhance their online product information and power online sales. The company focuses on delivering high quality services through innovation and process discipline.
The document discusses the concept of the "Zero Moment of Truth" (ZMOT), which is when consumers conduct online research about products and make purchase decisions before reaching the store shelf. It explains that consumers now do "reconnaissance" online to gather information from many sources before deciding what brands to buy. The book aims to help marketers understand these new moments where decisions are made and how to provide information to consumers at this stage of the purchase process.
Is your Strat centered on Zero Moment of Truth of Users?Gabe Gerhart
Googles ZMOT Whitepaper from 2011, which helps retailers conceptialize on how to use digital to help capitalize on business goals. Check it Out, and revolutionize your strategy to begin executing on a prospective ZMOT user.
The document discusses the concept of the "Zero Moment of Truth" (ZMOT), which is when consumers conduct online research about products and make purchase decisions before reaching the store shelf. It explains that consumers now do "reconnaissance" online to gather information from all sources before deciding what brands to buy. The book aims to help marketers understand these new moments where decisions are made and how to provide information to consumers at this stage of the purchase process.
The document appears to be a handbook about winning at the Zero Moment of Truth (ZMOT), which is the instant when consumers search online for information about a product or brand prior to purchasing. It includes a foreword by Jim Lecinski emphasizing the importance of being present at the ZMOT. It then provides an introduction telling a story about a modern consumer's ZMOT experience when purchasing a TV, to illustrate the changed consumer purchase journey. The handbook seems aimed at providing marketers practical strategies and recommendations for how to succeed at the ZMOT.
This document appears to be an excerpt from a handbook about winning shoppers at the "Zero Moment of Truth" (ZMOT). It discusses strategies for retailers and brands to show up at the right places (online and mobile), with the right content, and more often in order to influence shoppers' decisions at the key moment when they search for information about products online. The handbook is intended to help marketers understand how to maximize their impact at the ZMOT through approaches like multi-screen advertising, local mobile search, tablet marketing, and affiliate programs.
Success Factors in Web & Mobile Product Development: Why We Say 'No' and Why ...Dolphin Micro, Inc.
It takes more than solid project management and a good development team to successfully build a startup. Learn why our startup development team says 'no' to new projects and why saying 'no' can be a powerful long-term strategy for startup founders.
Rod Moore is the founder of Life Design Systems, a company dedicated to teaching effective goal setting techniques. In this document, Moore outlines 7 keys to successful goal setting: 1) Develop absolute clarity on your goals; 2) State goals with specificity; 3) Overestimate what you can achieve in one year while underestimating five years; 4) Commit goals to writing; 5) View goal setting as a skill that requires practice and discipline; 6) Ensure your "why" or reasons for achieving goals are more powerful than how you will achieve them; 7) Begin taking action towards goals immediately without waiting until you know exactly how to achieve them. Moore urges the reader to master goal setting skills to unlock their potential for success.
As a single teacher cannot teach you all the subjects, a single idea cannot make you well established in the industry world. To stay stable and touch heights in the sky, you should have a knowledge of industry and marketing strategies. A Business plan writer provides all the facilities including the business planning, finance modeling, market research & analysis, marketing plan & strategy, bookkeeping & accounting, pitch deck & storyboards and the list goes on...
A study on Vijay Mallya Scam Case: Vijay Vittal Mallya, once known to you and me as ‘The King of Good Times’ or also dubbed ‘ The playboy of the East’ was born to the Indian Entrepreneur Vittal Mallya in 1955. Vittal Mallya was largely known for the role played as the director of United Breweries (UB) Group which he achieved at the age of 23. Following his father’s sudden demise Vijay Mallya became chairman of the UB Group.Vijay Mallya was always known for his flamboyant and posh lifestyle. A testament to these were the lavish New Year Parties at his Kingfisher Villa in Goa or the birthday bashes thrown on his luxurious Yacht ‘ The Indian Empress’.
Everything I Know About Making Money and Being Happy as a Freelancerchrisshattuck
The document discusses reasons to pursue freelancing, including job security, independence, and mobility. It raises questions one should consider like desired income, work-life balance, and retirement goals. Methods of charging clients like flat bids and hourly rates are covered. It also provides tips for freelancers such as establishing a business entity, working with an accountant, creating a dedicated work space, and using productivity tools and apps. Ways to increase income through product development and decrease expenses by buying an inexpensive house and negotiating with vendors are also mentioned.
FlatPro is Keynote/Powerpoint templates with a modern style and flat design that we are sure you’re going to like. It has HD elements and very impressive custom infographics, charts and a lot more. The presentation is very easy to customize and you only need basic knowledge of Keynote to do this. Our template is a design product that is absolutely essential for making your presentation look really professional and complete, with a 100% rate to impress your colleagues.
Download:
http://bit.ly/1JnAOg8
Silver Cube Promotions. Company ProfileNick Palmer
Silver Cube Promotions is a promotional marketing agency that offers custom er one-stop solutions for sourcing, warehousing, and distributing promotional merchandise. It has grown substantially since 2005 and now has a knowledgeable team that handles sales, design, and production of customer promotional merchandise. The company also offers online stores to simplify and centralize customer ordering processes while reducing costs and ensuring brand consistency. Through its stores, customers can select from pre-approved promotional products that are stocked and fulfilled by Silver Cube.
When it comes to achieving your dreams, many assume it is impossible to have your dream and not sacrifice. See if this is true or not through this presentation
This document provides information on Forever Living Products for February 2017, including:
- A product testimony from Vijay Pandiya in Ahmedabad about the effects of Forever products.
- Details on new product launches in February including Forever Active HA and Forever Pro X2 protein bars.
- A spotlight on distributors Rinku & Deo Narayan Mandal who have innovated successfully.
- Guidelines for photographs of distributors who have achieved different levels to be published.
The document outlines a design concept for a hospice facility, including background information on the client Vitas Innovative Hospice Care, the users as terminally ill patients and their families, and design goals of large patient rooms, multiple family spaces, and an uplifting home-like environment. Floor plans, elevations, and renderings are provided showing the layout and design of the hospice facility with spaces like private patient rooms, a family room, staff lounge, and lobby.
The document is a presentation about engaging and empowering customers. It discusses how customers want an experience and want to share their experiences with others. It emphasizes listening to customers, branding yourself on social media, and empowering customers and employees by responding to their passions and bringing them together. It stresses tracking results of engagement on social media like new leads, fans, followers, and competition activity.
The document discusses the challenges of managing people and compares it to learning to drive different car models. It notes that while people have similarities, each one is unique and requires different management skills. It advocates using psychometric tools to better understand individuals' behaviors and potentials in order to optimize performance and effectiveness. The document promotes a certification program to help learn scientific approaches for managing people.
The document provides 8 secrets to creative success based on Allen Gannett's book "The Creative Curve". The secrets are: practice constantly to improve your skills; get feedback to further develop your talents; don't be shy about exposing your work for feedback; have good timing when sharing your work; balance familiar and novel approaches; learn continuously to master your craft; don't be afraid to start your projects; and find a community of fellow creative minds. The overall message is that creativity benefits from regular practice, learning, feedback, and collaboration with others.
Mark Lynch introduces himself as a sales leader with experience in business-to-business sales, product and account management, new business development, and prospecting and growing existing business. He has a passion for helping put great ideas into action and is an early adopter of innovative solutions. His objective is to impress potential employers with his experience, presentation skills, and creativity. He is looking for an innovative organization with a supportive culture focused on employee growth.
The document repeats the phrase "The Process of Buying" and consists primarily of dollar sign symbols and random phrases without context that do not provide much meaningful information. It is difficult to summarize as there is no clear topic, storyline, or essential details expressed in the text.
The document discusses various marketing strategies and tactics for dominating the "mindshelf" of customers. It emphasizes developing a clear value proposition, differentiating your brand, maximizing media exposure through the right media mix, and harnessing the power of different communication channels like television, radio, print, and direct mail. The overall message is that marketers must stand out from competitors, own a word on customers' minds, and use creative, impactful messaging to capture attention and motivate action.
The document discusses marketing strategies for communicating a company's "soul" or essence to customers. It emphasizes dominating the "mind shelf" by developing a compelling proposition, differentiating the brand, and delivering the right message through an effective media mix. Choosing the right media can help maximize impact while optimizing the marketing budget.
"Why have a Gay Straight Alliance (GSA)" will equip educators and professionals with the tools to start and support upcoming and existing GSAs. You will walk away with an understanding of what a GSA is, why it is important for LGBTQ Youth to be given this platform, and the resources to generate or support a GSA program.
The Society of Digital Agencies' Digital Marketing Outlook Survey, conducted by Econsultancy, shows marketers slowly increasing marketing spend, with a shift from traditional to online channels.
Inbound Marketing Indonesia is pioneer in providing inbound marketing services in Indonesia.
Get connected with us to get found better, generate more leads and increase your sales.
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It takes more than solid project management and a good development team to successfully build a startup. Learn why our startup development team says 'no' to new projects and why saying 'no' can be a powerful long-term strategy for startup founders.
Rod Moore is the founder of Life Design Systems, a company dedicated to teaching effective goal setting techniques. In this document, Moore outlines 7 keys to successful goal setting: 1) Develop absolute clarity on your goals; 2) State goals with specificity; 3) Overestimate what you can achieve in one year while underestimating five years; 4) Commit goals to writing; 5) View goal setting as a skill that requires practice and discipline; 6) Ensure your "why" or reasons for achieving goals are more powerful than how you will achieve them; 7) Begin taking action towards goals immediately without waiting until you know exactly how to achieve them. Moore urges the reader to master goal setting skills to unlock their potential for success.
As a single teacher cannot teach you all the subjects, a single idea cannot make you well established in the industry world. To stay stable and touch heights in the sky, you should have a knowledge of industry and marketing strategies. A Business plan writer provides all the facilities including the business planning, finance modeling, market research & analysis, marketing plan & strategy, bookkeeping & accounting, pitch deck & storyboards and the list goes on...
A study on Vijay Mallya Scam Case: Vijay Vittal Mallya, once known to you and me as ‘The King of Good Times’ or also dubbed ‘ The playboy of the East’ was born to the Indian Entrepreneur Vittal Mallya in 1955. Vittal Mallya was largely known for the role played as the director of United Breweries (UB) Group which he achieved at the age of 23. Following his father’s sudden demise Vijay Mallya became chairman of the UB Group.Vijay Mallya was always known for his flamboyant and posh lifestyle. A testament to these were the lavish New Year Parties at his Kingfisher Villa in Goa or the birthday bashes thrown on his luxurious Yacht ‘ The Indian Empress’.
Everything I Know About Making Money and Being Happy as a Freelancerchrisshattuck
The document discusses reasons to pursue freelancing, including job security, independence, and mobility. It raises questions one should consider like desired income, work-life balance, and retirement goals. Methods of charging clients like flat bids and hourly rates are covered. It also provides tips for freelancers such as establishing a business entity, working with an accountant, creating a dedicated work space, and using productivity tools and apps. Ways to increase income through product development and decrease expenses by buying an inexpensive house and negotiating with vendors are also mentioned.
FlatPro is Keynote/Powerpoint templates with a modern style and flat design that we are sure you’re going to like. It has HD elements and very impressive custom infographics, charts and a lot more. The presentation is very easy to customize and you only need basic knowledge of Keynote to do this. Our template is a design product that is absolutely essential for making your presentation look really professional and complete, with a 100% rate to impress your colleagues.
Download:
http://bit.ly/1JnAOg8
Silver Cube Promotions. Company ProfileNick Palmer
Silver Cube Promotions is a promotional marketing agency that offers custom er one-stop solutions for sourcing, warehousing, and distributing promotional merchandise. It has grown substantially since 2005 and now has a knowledgeable team that handles sales, design, and production of customer promotional merchandise. The company also offers online stores to simplify and centralize customer ordering processes while reducing costs and ensuring brand consistency. Through its stores, customers can select from pre-approved promotional products that are stocked and fulfilled by Silver Cube.
When it comes to achieving your dreams, many assume it is impossible to have your dream and not sacrifice. See if this is true or not through this presentation
This document provides information on Forever Living Products for February 2017, including:
- A product testimony from Vijay Pandiya in Ahmedabad about the effects of Forever products.
- Details on new product launches in February including Forever Active HA and Forever Pro X2 protein bars.
- A spotlight on distributors Rinku & Deo Narayan Mandal who have innovated successfully.
- Guidelines for photographs of distributors who have achieved different levels to be published.
The document outlines a design concept for a hospice facility, including background information on the client Vitas Innovative Hospice Care, the users as terminally ill patients and their families, and design goals of large patient rooms, multiple family spaces, and an uplifting home-like environment. Floor plans, elevations, and renderings are provided showing the layout and design of the hospice facility with spaces like private patient rooms, a family room, staff lounge, and lobby.
The document is a presentation about engaging and empowering customers. It discusses how customers want an experience and want to share their experiences with others. It emphasizes listening to customers, branding yourself on social media, and empowering customers and employees by responding to their passions and bringing them together. It stresses tracking results of engagement on social media like new leads, fans, followers, and competition activity.
The document discusses the challenges of managing people and compares it to learning to drive different car models. It notes that while people have similarities, each one is unique and requires different management skills. It advocates using psychometric tools to better understand individuals' behaviors and potentials in order to optimize performance and effectiveness. The document promotes a certification program to help learn scientific approaches for managing people.
The document provides 8 secrets to creative success based on Allen Gannett's book "The Creative Curve". The secrets are: practice constantly to improve your skills; get feedback to further develop your talents; don't be shy about exposing your work for feedback; have good timing when sharing your work; balance familiar and novel approaches; learn continuously to master your craft; don't be afraid to start your projects; and find a community of fellow creative minds. The overall message is that creativity benefits from regular practice, learning, feedback, and collaboration with others.
Mark Lynch introduces himself as a sales leader with experience in business-to-business sales, product and account management, new business development, and prospecting and growing existing business. He has a passion for helping put great ideas into action and is an early adopter of innovative solutions. His objective is to impress potential employers with his experience, presentation skills, and creativity. He is looking for an innovative organization with a supportive culture focused on employee growth.
The document repeats the phrase "The Process of Buying" and consists primarily of dollar sign symbols and random phrases without context that do not provide much meaningful information. It is difficult to summarize as there is no clear topic, storyline, or essential details expressed in the text.
The document discusses various marketing strategies and tactics for dominating the "mindshelf" of customers. It emphasizes developing a clear value proposition, differentiating your brand, maximizing media exposure through the right media mix, and harnessing the power of different communication channels like television, radio, print, and direct mail. The overall message is that marketers must stand out from competitors, own a word on customers' minds, and use creative, impactful messaging to capture attention and motivate action.
The document discusses marketing strategies for communicating a company's "soul" or essence to customers. It emphasizes dominating the "mind shelf" by developing a compelling proposition, differentiating the brand, and delivering the right message through an effective media mix. Choosing the right media can help maximize impact while optimizing the marketing budget.
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4. Lean Startup Methodology
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20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
[To download this presentation, visit:
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McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
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MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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2. ZMOT WINNING
THE ZERO MOMENT
OF TRUTH
By Jim Lecinski
3.
4. CONTENTS
7
FOREWORD
9
CHAPTER 1:
15
CHAPTER 2:
by Dina Howell Changing the The New
Rulebook Mental Model
23
CHAPTER 3:
31
CHAPTER 4:
37
CHAPTER 5:
ZMOT All Ratings and Reviews: Equal Thought,
Around Us Word of MOT Not Afterthought
45
CHAPTER 6:
55
CHAPTER 7:
59
Keep It Going
How to Win MOTs Next?
at ZMOT
61
APPENDIX
70
END NOTES
72
ACKNOWLEDGEMENTS
73
ABOUT THE AUTHOR
5
5. WORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWOR
WORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWOR
WORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWOR
WORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWOR
WORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWOR
WORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWOR
WORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWOR
WORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWOR
WORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWORD FOREWOR
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6. FOREWORD
DINA HOWELL
Chief Executive Officer
Saatchi & Saatchi X
I’m passionate about marketing. to them. They browse, dig, explore, dream
I believe consumers will tell us what they and master, and then they’re ready to buy
want and need in their lives, if only we will with confidence. And what they learn, they
listen anew every day. share with others.
At Saatchi & Saatchi X, we recently The Zero Moment of Truth influenc-
conducted a study to understand the es which brands make the shopping list,
emotional benefits that drive and influ- where shoppers choose to buy and with
ence shopping behavior. Those benefits, whom they share the results. It’s up to us
we found, include the satisfaction of deep to join the conversation at this new mo-
needs for self-creation, mastery, security ment where decisions are being made, and
and connection. to provide the information that shoppers
Shoppers today want to explore and naturally crave, in all the ways that they
think about how products can improve crave it.
their lives. They do reconnaissance to gain I’ve known and respected Jim Lecinski
the insights they need, and they’re driven for many years. He and the Google team
to bond with others and enrich relation- have been trusted colleagues and advisers
ships as they learn. They are motivated by through the amazing growth and new op-
a desire to take charge of their own iden- portunities of the online world during my
tities and the well-being of their families tenure at Procter & Gamble, as well as in
and homes. my current agency leadership role.
The process of meeting those shopper This book will help anyone interested
needs begins at the Zero Moment of Truth. in those new moments before people buy,
Most of us understand the critical de- those Zero Moments of Truth where first
cision moment at the shelf — the First impressions happen and the path to pur-
Moment of Truth, as we named it when chase often begins. If you care about help-
I was at Procter & Gamble. Yet today’s ing shoppers explore, dream and find what
consumers know so much more before they’re looking for — in short, if you’re
they reach the shelf. They find incredible passionate about the future of marketing
detail online, from every possible source, — this book is for you.
about the brands and products that matter
7
7. E RULEBOOK CHANGING THE RULEBOOK CHANGING THE RULEBOOK CHANGING THE R
RULEBOOK CHANGING THE RULEBOOK CHANGING THE RULEBOOK CHANGING THE RU
HE RULEBOOK CHANGING THE RULEBOOK CHANGING THE RULEBOOK CHANGING THE
NG THE RULEBOOK CHANGING THE RULEBOOK CHANGING THE RULEBOOK CHANGIN
NGING THE RULEBOOK CHANGING THE RULEBOOK CHANGING THE RULEBOOK CHANG
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NGING THE RULEBOOK CHANGING THE RULEBOOK CHANGING THE RULEBOOK CHANG
8. CHAPTER
1
CHANGING THE
RULEBOOK
“When consumers hear about a product today, their first reaction
is ‘Let me search online for it.’
And so they go on a journey of discovery: about a product,
a service, an issue, an opportunity.
Today you are not behind your competition. You are not behind
the technology. You are behind your consumer.”
— Rishad Tobaccowala
Chief Strategy & Innovation Officer
VivaKi
Every so often, something comes much does it cost? What’s the ballroom
along and changes the rulebook. like?” And when I was done, then I made
A few months ago I stayed in a rather my decision.
large hotel in New York City. On the way Why am I telling you this?
up to my room I saw a lobby poster: “See Because that little moment is the mo-
the Max Weinberg Band in the ballroom ment that’s changing the marketing rule-
tonight at 8 p.m.” book. It’s a new decision-making moment
Now, I happen to like Max Weinberg. that takes place a hundred million times a
So this was a classic marketing situation: day on mobile phones, laptops and wired
The stimulus is the poster — “see Max devices of all kinds. It’s a moment where
Weinberg!” — and my response is obvi- marketing happens, where information
ously to go down to the ballroom at eight, happens, and where consumers make
buy a ticket and see the show. choices that affect the success and failure
But I didn’t do that. of nearly every brand in the world.
Instead I went up to my room, opened At Google, we call this the Zero
my laptop and started searching. Because Moment of Truth, or simply ZMOT
I wanted to know, “What kind of music (“ZEE-mot”).1
is he playing? What’s his band like? How
9
9. A Zero Moment of Truth is:
A BUSY MOM IN A MINIVAN, looking up decongestants on her
mobile phone as she waits to pick up her son at school.
AN OFFICE MANAGER AT HER DESK, comparing laser
printer prices and ink cartridge costs before heading to the office
supply store.
A STUDENT IN A CAFE, scanning user ratings and reviews while
looking for a cheap hotel in Barcelona.
A WINTER SPORTS FAN IN A SKI STORE, pulling out a
mobile phone to look at video reviews of the latest snowboards.
A YOUNG WOMAN IN HER CONDO, searching the web for
juicy details about a new guy before a blind date.
ZMOT is that moment when you grab your laptop, mobile phone or some other wired
device and start learning about a product or service (or potential boyfriend) you’re
thinking about trying or buying. I’m sure you know what I mean — you probably do
web searches like this every day.
BUT
Would it surprise you to know that a full 70% of
Americans now say they look at product reviews
before making a purchase? 2
Or that 79% of consumers now say they use a smart-
phone to help with shopping?3
Or that 83% of moms say they do online research
after seeing TV commercials for products that
interest them? 4
10
10. Chapter 1: Changing the Rulebook
Those incredible numbers shouldn’t surprise us anymore. This is how consumers
live and learn and make decisions today: from ratings and review sites, from friends on
social media, at home and on the go, and (more than ever) from video. They learn from
search results, user reviews, four-star ratings, text ads, image ads, news headlines, videos
and even good old-fashioned official brand websites.
They learn and decide, in short, at the Zero Moment of Truth.
* * *
Let me take one step back.
On September 21 of 2005, The Wall Street Journal published a front-page story that
changed the face of marketing.
That story was about the critical importance of the seven seconds after a shopper first
encounters a store shelf full of detergents or toothpaste or anything else. Remember the
old phrase, “Look for it in your grocer’s freezer case”? That’s the moment we’re talk-
ing about — when you’re standing there, looking at all that frozen pizza and deciding
which to buy.
Procter & Gamble called that moment the First Moment of Truth, or FMOT
(“EFF-mot”). This moment was so important to P&G that they created a position titled
Director of FMOT, and tapped Dina Howell to fill the job. And The Wall Street Journal
found it so influential that they put it on the front page.
The same year, in his foreword to Kevin Roberts’ remarkable book Lovemarks,
Procter & Gamble CEO A.G. Lafley put it this way:
The best brands consistently win two moments of truth. The first moment
occurs at the store shelf, when a consumer decides whether to buy one brand
or another. The second occurs at home, when she uses the brand — and is
delighted, or isn’t.
Mr. Lafley was right then and he’s right now. Those first and second moments of truth
are just as vital today.
AND
Now there’s a new critical moment of decision that happens before consumers get to
their grocer’s freezer case. Whether you sell yachts or shaving cream, your customers’
first impression — and quite possibly their final decision — will be made in that moment:
ZMOT.
Marketers devote tremendous amounts of energy and money to the first two moments
of truth. But the new question is: Are you winning the Zero Moment of Truth?
* * *
11
11. ZMOT: Winning the Zero Moment of Truth
We’ve spent a lot of time thinking about this question at Google.
ZMOT is now core training for all members of the Google sales team. It’s part of
our DNA — not just in the U.S., but around the world. (Our Australian team, naturally,
calls it ZedMOT.)
We’re in a unique position to observe the power of ZMOT: its power to help shop-
pers make great decisions and its power to help companies tell their stories at the mo-
ment of highest impact. ZMOT turns small wins into huge ones — and potentially big
wins into letdowns — millions of times a day, around the clock.
To define the impact of ZMOT in numbers, we commissioned a major study from
the independent research firm Shopper Sciences. They reached 5,000 shoppers across 12
different subcategories with surveys specially designed to show exactly which sources
influenced shopper buying decisions. I’ll share that research with you for the first time
here.
This is a book about transformation and change. I’m going to show you how to make
that change work for you and your company.
* * *
If you’re the type who likes to peek ahead, I’ll tell you right now what you’ll find in
this book.
• The buying decision journey has changed. ZMOT is a vital new
addition to the classic three-step process of stimulus, shelf, experience.
• What was once a message is now a conversation. Shoppers today
find and share their own information about products, in their own way, on their
own time.
• Word of mouth is stronger than ever. For the first time in human his-
tory, word of mouth is a digitally archived medium.
• No MOT is too small. If consumers will do research online for houses and
health care, they’ll also do it for Band-Aids and ballpoint pens.
• The MOTs are meeting. Our mobile devices are MOT machines. As mobile
usage grows, the zero, first and second moments of truth are converging.
I’ve talked with a number of leading marketers about ZMOT and I’ll also be sharing
their wisdom with you: how to know what customers are looking for, be part of the
conversation and win the day.
12
13. MODEL THE NEW MENTAL MODEL THE NEW MENTAL MODEL THE NEW MENTAL MODE
EL THE NEW MENTAL MODEL THE NEW MENTAL MODEL THE NEW MENTAL MODEL THE
THE NEW MENTAL MODEL THE NEW MENTAL MODEL THE NEW MENTAL MODEL THE NE
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14. CHAPTER
2
T H E N E W M E N TA L
MODEL
“Engagement with the customer today isn’t just pouring a message
down on their head and hoping they get wet.
It really is understanding that you must be present in a conversa-
tion when they want to have it, not when you want to.
Pre-shopping before buying has become a huge, huge part of
customer behavior. In the past, it was pretty much confined to
big-ticket items like cars, or expensive electronics or homes. Now
people engage in discovery before shopping on very small things.
It’s crossed all categories of shopping behavior. It’s just the way
people buy today.”
— Bob Thacker
Gravitytank Strategic Advisor
and former CMO of OfficeMax
“Human beings can’t run a mile cross… until May 6, 1954. That was the
in under four minutes. It simply day that Roger Bannister, in a meet at
isn’t possible.” Oxford, ran a mile in 3:59.4. He broke the
Sound crazy? It does now. But for de- barrier. Suddenly, in the next three years,
cades it was a common point of view. 16 other runners cracked the four-minute
It was a mental model: an assumption mile as well.
about how the world worked. As Profes- Was there some breakthrough in human
sor Jerry Wind of the Wharton School tells evolution? No. What had changed was the
the story: mental model.
The four-minute mile seemed like a As it happens, there’s also a classic
physical barrier that humans could not mental model for marketing. For decades
15
15. ZMOT: Winning the Zero Moment of Truth
we’ve practiced our craft by focusing on three critical moments: stimulus, shelf
and experience.
Stimulus. Dad is watching a football game and sees an ad for digital cam-
eras. He thinks, “That looks good.”
Shelf. He goes to his favorite electronics store, where he sees a terrific stand-
up display for that same digital camera. The packaging is great. A young
sales guy answers all his questions. He buys the camera.
Experience. Dad gets home and the camera records beautiful pictures of
his kids, just as advertised. A happy ending.
Those three steps have been the mental model of marketing for a long time.
Figure 2-1: The traditional 3-step mental model
Figure 2-1: The traditional 3-step
mental model
Stimulus First Second
Moment of Truth Moment of Truth
(Shelf) (Experience)
But the big news for marketers today is the critical new moment between stimulus
and shelf in every product category. Dad still watches football and he still sees your TV
commercial. But now he grabs his laptop off the coffee table and searches for “digital
camera reviews.” He looks at comments from users on CNET and two other sites. He
goes to Twitter and posts: “Anybody have a great camera for under $100?” He hits You-
Tube and searches “digital camera demos.” Before the game ends — and before he gets
to the store shelf — he’s ready to make a decision.
If you’re a brand manager, you’ve got policies, methodologies, training, shopper mar-
keting agencies, partners and budgets to win those original three steps of stimulus, shelf
and experience.
But what do you have in place to win that grabbing-the-laptop moment — the Zero
Moment of Truth?
Probably not much. And you’re not alone. American households now spend as much
time online as they do watching TV, according to Forrester Research. Yet in 2010, only
about 15% of media ad budget money was spent online.1 Online decision-making is
skyrocketing; online marketing budgets aren’t.
Change your marketing mental model to include ZMOT, and you stand to gain a
16
16. Chapter 2: The New Mental Model
very big competitive advantage. Because you’ll reach those millions of shoppers who are
making decisions before they enter the store.
Figure 2-2: The New Mental Model
Figure 2-2: The new mental model
Stimulus First Second
Moment of Truth Moment of Truth
(Shelf) (Experience)
Which becomes the
next person’s ZMOT
And by the way, it’s not just stores and consumer packaged goods we’re talking about.
ZMOT is at work across all industries, in B2B and B2C, and in areas like education and
politics. Voters still see traditional billboards and lawn signs with classic calls to action
like “Vote for Anderson” or “Punch #107.” But just like that dad looking for a new
camera, voters today make a lot more of their decisions before they reach the ballot box,
at the Zero Moment of Truth.
* * *
Just how important is ZMOT in driving decisions? Google asked Shopper Sciences
to do a comprehensive study of 5,000 shoppers across 12 categories, from groceries to
cars to financial products. The goal: show where influence takes place as shoppers move
from undecided to decided.
The data revealed that the average shopper used 10.4 sources of information to make
a decision in 2011, up from 5.3 sources in 2010.2 Yes, that number nearly doubled in
one year — which shows you just how tough it is for marketers to grab the attention
of consumers today. Shoppers are swimming in information. Those 10.4 sources range
from TV commercials and magazine articles, to recommendations from friends and
family, to websites, ratings and blogs online.
We learned that plenty of pre-shopping goes on in every category. Shoppers are
digging up more information, from more sources, before they buy. Here’s how those
sources look in chart form, divided into stimulus, ZMOT and FMOT.
17
17. 18
0% 0%
10% 10%
20% 20%
30% 30%
50% 50%
60% 60%
Saw advertisements on television
BaseBase
Saw advertisements on television
40% 40% 37% 37%
Received mail at home from a brand/manufacturer
(e.g., catalogue, brochure)
Received mail at home from a brand/manufacturer
N=5,003
(e.g., catalogue, brochure)
31% 31%
Saw an ad in a newspaper/newspaper insert
N=5,003
Saw an ad in a newspaper/newspaper insert
Read newspaper articles/reviews/information
Read newspaper articles/reviews/information
29% 29% 28%
Read magazine articles/reviews/information
Read magazine articles/reviews/information
28% 27% 27%
Looked at/read magazine advertisements
ZMOT: Winning the Zero Moment of Truth
Looked at/read magazine advertisements
Stimulus
Read information in an email received from a
brand/manufacturer
Stimulus
Read information in an email received from a
24% 24% 23%
brand/manufacturer
Noticed advertising while browsing online
Noticed advertising while browsing online
Received mail at home from a store/retailer
When you considering purchasing [PRODUCT] what
(e.g., catalogue, brochure)
Received mail at home from a store/retailer
Q2 Q2 When you werewere considering purchasing [PRODUCT] what
(e.g., catalogue, brochure)
Watched a TV show that featured the product
sources of information did you out out to with your decision?
22% 21%
Watched a TV show that featured the product
Figure 2-3: Top sources used by shoppers when making purchase
sources of information did you seek seekto help help with your decision?
23% 22% 22% 22% 21%
decisions by type (top defined as those above a 17% source usage average)
Saw an ad on an outdoor billboard
Saw an ad on an outdoor billboard
16% 16%
Source: Google/Shopper Sciences, Moment of Truth Macro Study, U.S., April 2011
Source: Google/Shopper Sciences, Zero Zero Moment of Truth Macro Study, U.S., April 2011
18. Searched online, used search engine (net)
50%
Talked with friends/family about the product
49%
Comparison shopped products online
38%
Sought information from a product brand/
36%
manufacturer website
Read product reviews or endorsements online
31%
Sought information from a retailer/store website ZMOT
22%
Read comments following an article/opinion
22%
piece online
Became a friend/follower/”liked” a brand
18%
Looked at the product package in the store
41%
Read brochure/pamphlet about the product in
37%
the store
Talked with a salesperson or associate
in the store
33%
Looked at signage/display about the product
30%
in the store
FMOT
Talked with a customer service representative on
20%
the phone
Tried a sample/experienced the product in a store
19%
Chapter 2: The New Mental Model
19
19. ZMOT: Winning the Zero Moment of Truth
The overall numbers:
Figure 2-4: Sources used by net type
100%
90%
84%
80%
70%
76% 77%
60%
50%
40%
30%
20%
10%
0%
Stimulus ZMOT FMOT
Q2 When you were considering purchasing [PRODUCT] ofwhat sources out toinformation did you seek out to
Q2 When you were considering purchasing [PRODUCT] what sources information did you seek of help with your decision?
help with yourBase N=5.003
decision?
Base N=5,003
Source: Google/Shopper Sciences, Zero Moment of Truth Macro Study, U.S., April 2011
In our study, 84% of the shoppers said that ZMOT shapes their decisions. It’s
now just as important as stimulus and FMOT in moving consumers from undecided
to decided.
* * *
It’s not mind-blowing news that shoppers like to do research, of course. Shoppers
have always talked over the back fence and looked into products on their own.
As Bob Thacker said at the start of this chapter, determined shoppers would go to the
library to see what Consumer Reports had to say about cars or washing machines. There
were other unique research tools: the Mobil Travel Guide had good advice on hotels.
Zagat guides gave out tips on restaurants. (They were even sized to fit in a pocketbook
— a mobile app in book form!) But for most items, the barrier was easy access. Fresh
and detailed information about a given product was the exception.
That exception is now the rule.
There are no barriers to access. Today’s shoppers carry access in their pockets. They
create their own consumer guides a million times a minute with reviews, tweets, blogs,
social network posts and videos for products of all kinds.
It’s simply the new mental model and the new conversation we all have to be a part
of now.
20
20. Chapter 2: The New Mental Model
Procter & Gamble, the originators of FMOT, see the same trend. I talked to my friends
there recently and they’re adding more emphasis on what they call “store back” — urging
their marketers to think about each consumer’s brand experiences working back from
the shelf to the moments before the store.
Speaking of FMOT, notice that all three of the original steps — stimulus, shelf, expe-
rience — are still essential. The stimulus still has to drive the consumer to think about
a digital camera. We still want to help consumers make good decisions and choose our
brand.
What’s changed is that the stimulus now drives consumers to a new stopover on their
way to the shelf. When that camera shopper began searching, the information wasn’t
“poured on him” — he actively hunted for and pulled down what he wanted.
Kim Kadlec, worldwide vice president, Global Marketing Group, Johnson & Johnson,
describes the change in mental models this way:
We’re entering an era of reciprocity. We now have to engage people in a way
that’s useful or helpful to their lives. The consumer is looking to satisfy their
needs, and we have to be there to help them with that. To put it another way:
How can we exchange value instead of just sending a message?
The wonderful potential of this, if you’re willing to work at it, is to have an intimate
relationship with consumers. And that leads to the ultimate moment of truth: when the
customer buys your product again.
* * *
Grab your own laptop or smartphone right now — I’m betting they’re not far away
— and go to your favorite search engine. Enter the name of your company’s flagship
product, or of any other product you like.
You probably see the official brand site for that product near the top of the search
results. So far, so good.
Now enter the name of that product and add the word reviews. Then do a new search
and try putting the word “best” with your product category: best law school, best digital
camera, best hotel in Florida, whatever you like. What else do you see on the page? I’m
betting you see ratings and opinion sites, online stores, coupons, images, demonstration
videos… and competitor sites.
This is the information your shoppers now use to make their decisions.
My question for you: Are you happy with what you see? Based on what you see, will
somebody buy your product? Can they even find your product?
This is the new digital shelf. Consumers arrive there, 24 hours a day, ready to engage.
They’re anybody’s to win or lose. The opportunity is incredible; are you ready for it?
The world record for the mile, by the way, is now down to 3:43.13.3
21
21. OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMO
ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT
OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMO
ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT
OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMO
ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT
OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMO
ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT
OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMO
ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
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OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
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ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
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OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
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ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT
OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMO
ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT
OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMO
ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT
OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMO
ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT
OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMO
ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROU
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT
OT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND
OUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMOT ALL AROUND US ZMO
22. CHAPTER
3
ZMOT ALL AROUND
US
“We’ve all had those Sunday evening standing-in-front-of-the-
mirror moments, when we suddenly know we’ve got to drop a
few pounds.
In the past you’d go into the kitchen and grab the phone book off
the top shelf and flip through it and probably not even know what
category to start with. But now you go online immediately. The
amount of brand and user-generated content available instantly at
ZMOT is just amazing.
Our drive now is almost exclusively online. We have lots of
resources available to prospective health club members, whether
they hear about us in conversation or have one of those mirror
moments. Even late on Sunday night.”
— Dennis Cary
Chief Marketing Officer and SVP
Bally Total Fitness
What makes a Zero Moment • The consumer is in charge, pulling the
of Truth? information she wants rather than having
• It happens online — typically start- it pushed on her by others.
ing with a search on Google, Bing, • It’s emotional. The consumer has a
Yahoo, YouTube or any other search tool need she wants to satisfy, and an emotional
or engine. investment in finding the best solution.
• It happens in real time, at any time of • The conversation is multi-way: mar-
the day. More and more, it happens on the keters, friends, strangers, websites and
go: mobile searches on Google doubled experts all have their say and compete
last year.1 for attention.
23
23. ZMOT: Winning the Zero Moment of Truth
Last chapter I mentioned that 84% of the decision-makers in our Shopper Sciences
2011 Macro Study used online sources to guide them. We also asked those shoppers to
rate how influential each source was. For those who used online sources, this was the
key stat:
54% comparison-shopped for products online
It’s not just the availability of product information that’s changed, but the ways shop-
pers think about it. Marketers are used to talking about the purchase process as a fun-
nel: Consumers are driven through the broad opening by ads or other stimulus, whittle
down their choices, and then drop out the narrow bottom with a purchase. It’s a very
linear way of thinking.
But talk to shoppers today about their path to purchase, as I do, and you’ll get sur-
prisingly nonlinear answers. As this new data from Shopper Sciences points out, the
behavior of individual shoppers now is iterative and nonlinear. Shoppers don’t always
move through a funnel, narrowing choices as they go; at ZMOT, they can actually
widen their choices. The more they learn, the more options they consider.
The funnel is now more like a neuron, with branches that let shoppers move forward
and backward through the process until they’re ready to make a decision.
ZMOT has as many motivations and takes as many forms as there are people online.
Here are some classic “ZMOTivations”:
Seeking and Sharing New Ideas
Ten million times a day, Google sees searches like this: pumpkin bread recipe, low-fat
recipes, Texas-style chili, gluten-free muffins, Thanksgiving side dishes, how to make
old-fashioned chocolate chip cookies.
Recipes make up 1% of all searches on Google, in fact.2 Today’s bakers go online to
seek out new ideas and deeper details on calories and ingredients. They find more than
recipes, too. They find stories and reports from food and family magazines, ratings on
sites like Epicurious.com, official sites from Duncan Hines, Pillsbury and Betty Crocker,
and much more.
Sure, recipes can still be found on labels and bags. But today many shoppers have
already made their choice of what to cook or bake before they reach the store.
Arming for Battle
A customer walks into the dealer and says, “I want to drive the Lexus 250h with the
touring package, the 2.4-liter four-cylinder engine, dual-zone climate control and tan
leather with seat warmers. I’ve seen the specs and read the reviews online. And I know
that the MSRP is $37,125, but your real invoice price is $33,686.”3
24
24. Chapter 3: ZMOT All Around Us
What happened? ZMOT happened. This customer started her car-buying journey
with a search for “mid-priced sedans.” She saw ads from seven other brands, stories
from MotorTrend.com and RideLust.com, and a lot more.
Later she switched to searches like “ratings for Lexus 250” and found reviews from
AOL Autos, Epinions, Cars.com and several other sources. Then she went to Edmunds
and Kelley Blue Book to look for prices. And then she went to the Lexus official site to
check paint and interior colors and other options. If you’ve bought a car lately, you’ve
seen this woman in the dealership with a handful of ZMOT printouts, or showing her
smartphone screen to the salesperson. Maybe you’ve been that woman yourself.
Shopper Sciences analyzed the sources of influence on car buyers over the length
of their purchase cycle. They asked shoppers, “Did you use search engines in your
decision?”, “How influential were search engines in your decision making?” Then they
turned the results into this heat map:
Figure 3-1: Net influence of search engines heatmap for auto
Fewest People Most People
10
9
8
Degree of In uence
7
6
5
4
3
2
1
re
re
re
re
e
e
re
re
re
se
or
or
fo
fo
fo
fo
fo
fo
fo
ha
ef
ef
be
be
be
be
be
be
be
rc
sb
sb
pu
os
os
os
th
k
ys
ys
k
k
ee
on
ee
ee
da
da
m
m
m
of
w
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w
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+
6
3
y
6
3
1
12
Da
–
–
1
3
2
–
–
4
2
7–
4
2
Time From Purchase
Base N=500
Source: Google/Shopper Sciences, Zero Moment of Truth Automotive Study, U.S., April 2011
25
25. ZMOT: Winning the Zero Moment of Truth
What do car shoppers learn through search engines? It turns out that 64% say they
look for price, 44% say vehicle performance and 37% say styling.4 Many were asking
those questions four months before they bought their car.
Making Smart Choices Fast
Let’s go back to that minivan mom we mentioned in chapter one. Her ZMOT looks
like this: She knows her son isn’t feeling well, and now she’s parked at school with her
mobile device, searching for a decongestant. She’s looking for:
1. More information about the product, and
2. Experiences that others have had with the product, and
3. Offers, discounts and coupons
In that moment she’ll make two decisions: what to buy and where to buy it. So when
she sees that a particular decongestant has good ratings, and that her local Walgreens is
offering a coupon for $1.50 off, that sale has probably been made.
* * *
You see the advantage. If you’re available at the Zero Moment of Truth, your cus-
tomers will find you at the very moment they’re thinking about buying, and also when
they’re thinking about thinking about buying. You can personalize your message for
greatest impact with each possible moment and motivation.
You can also send your message to just the people you want. As Kim Kadlec of Johnson
& Johnson points out, “You can deliver your message to a thousand moms who have
kids ages 3 to 8, instead of just a thousand women.”
And the “dwell time” that consumers spend during ZMOT is much longer than the
time they’ll spend at a store shelf. Here’s a sampling of purchase cycle lengths across
three very different categories:
26
26. Chapter 3: ZMOT All Around Us
Figure 3-2: Average purchase cycles for three diverse categories
23%
Automotive 17% 17%
10%
7%
4% 5% 6%
CPG Grocery 2%
3%
1% 1%
0% 0% 17% 1%
7%
Technology 0% 0% 1% 11%
0%
1% 21%
1%
14% 17% 2% 17% 1%
6% 5% 15% 13%
1% 5%
3%
4% 8% 9%
3% 6%
More 4%
than a year 4–6 1%
before months A month 1%
1% 2%
before before 2 weeks 3%
before 4–6 days 3%
before One day
before 5–8 hours
1–2 hours
before A few
before
moments before
I purchased
Source: Google/Shopper Sciences, Zero Moment of Truth Industry Studies, U.S., April 2011
Automotive N=500, CPG Grocery N=500, Tech N=500
That’s a lot of dwelling.
Google has studied paid ad clicks through what we call a search-ad pause analysis,
to see what happens when advertisers turn paid search off. We looked at hundreds of
paused campaigns to see if the advertisers could make up their lost paid clicks with
clicks from regular organic search results. For the most part, they couldn’t: on average,
89% of paid clicks were truly incremental.5
In short, with ZMOT you have a powerful shot at truly influencing customers in
those “before the store” moments.
* * *
ZMOT becomes even more important when money is tight.
The average household spent $312 a month on groceries in 2010, according to
the U.S. Department of Labor. If you’re a typical family, you can’t afford to buy the
wrong kind of peanut butter or frozen dinners, because that seven bucks spent on the
wrong product means now you can’t afford dessert or a treat for your kids at the end of
the month.
My Google colleague Catherine Roe gave me a perfect example the other day:
I have a neighbor who’s not tech savvy, but when the recession hit, we were
talking and she said, ‘I’ve got four boys and I’m at the grocery store five days
a week and it’s just killing us. We’ve got college coming in a few years. I’ve
got to start looking at how I’m spending my money.’
27
27. ZMOT: Winning the Zero Moment of Truth
She started couponing online. Then once she became savvy about sites like
Coupons.com, she started looking at circulars and specials online and plan-
ning her meals out a week in advance. And then she also began to do research
online for almost every product she bought to see what other people had said
about it. It’s contagious.
She doesn’t call it ZMOT, but she does tell me that now instead of going to
the store five days a week, she’s going one or two times a week. With coupons
and research and planning her meals, she’s saving $200 to $250 a month. She
told me, ‘That’s college money for us. That’s a vacation.’
The Wall Street Journal said the same thing in a 2011 article titled, “In-Store Sales Begin
At Home”:
It’s well known that consumers research expensive products like electronics
online, but coming out of the recession, consumers are more scrupulous
about researching their everyday products such as diapers and detergent, too.
More than a fifth of them also research food and beverages, nearly a third
research pet products and 39% research baby products.6
Today, 62% of shoppers say they search for deals online before at least half of their
shopping trips, according to that same article.
There are two heroes in all these stories: the consumer who does the research, and
the grocery store manager or marketer who is smart enough to be there at the moment
the shopper is looking for them.
As Rishad Tobaccowala of VivaKi says: “Don’t call them search engines. Call them
connection engines.”
28
29. OT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS
OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RA
WS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD
& REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEW
GS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REV
ATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS
OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT
S: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WOR
REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS
ATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS &
OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT
WS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD
REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS:
ATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & R
OT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS
OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RA
WS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD
& REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEW
GS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REV
ATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS
OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT
S: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WOR
REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS
ATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS &
OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT
WS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD
REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS:
ATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & R
OT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS
OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RA
WS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD
& REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEW
GS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REV
ATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS
OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT
S: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WOR
REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS
ATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS &
OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT
WS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD
REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS:
ATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & R
OT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS
OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RA
WS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD
& REVIEWS: WORD OF MOT RATINGS & REVIEWS: WORD OF MOT RATINGS & REVIEW
30. CHAPTER
4
R AT I N G S A N D R E V I E W S :
WORD OF MOT
“This is the first time in history that word of mouth has become
a digitally-archived medium.”
— Brett Hurt
Founder and CEO
Bazaarvoice
The tremendous explosion of best history teacher. “Mesopotamia 401
ratings and reviews online has with Professor Janney” — five-star class
changed how people get informa- or bummer? You’ll find out at ZMOT. It’s
tion. But the change is still based where decisions are made.
on that oldest of human traits: What does word of mouth look
word of mouth. like online?
“Word of mouth is the medium we’ve • Consumers talking directly through
been using since the tribal days to talk email, social networks, chat and IMs, or
about essential knowledge,” says Brett posting videos on YouTube and other sites
Hurt of Bazaarvoice. “Where’s the hunt- • Reviews on sites like Epinions, TripAd-
ing good? Where’s the fishing good? How visor, DealerRater and Yelp
do you not get eaten by the saber-toothed • Comments and ratings that show up
tiger?” next to businesses on applications like
Except today’s tribal members aren’t Google Maps
talking about tigers — they’re talking • Message boards on corporate and re-
about your product, every day, on a dozen tail sites of all kinds
sites you’ve heard of and a thousand sites • Online community sites where moms,
you haven’t. There are star ratings, reviews golfers, chefs or skateboarders compare
and raves online for every last detergent, notes and share information
multivitamin and Snuggie in your local • Seller ratings in search results (search
drugstore. Look up any university in the for “kids bikes” on Google and you’ll see
country and you can find out who’s the the stars right at the top)
31
31. ZMOT: Winning the Zero Moment of Truth
But there’s one critical difference between old-fashioned word of mouth and the
digital version. “Talking over the hedge is one-to-one,” says Prof. Dave Reibstein, the
William Stewart Woodside Professor at The Wharton School. “Digital word of mouth is
one-to-millions. If you have a good experience, it’s shared and re-shared with millions.
You post it and suddenly, it’s flying.”
* * *
Audiences are asking three things about your product:
• Will it save me money?
• Will it save me time?
• Will it improve my life?
When people ask each other about your product at ZMOT, you can bet they’ll be
talking about one of these three things.
They probably already have a general idea of what they want. “I know a new TV
is going to cost $500. I have $500. I just want to make sure I buy the very best TV for
that money.”
And you can bet they’ll be close to making a decision. That’s why they’re standing
in the aisle tapping away on their mobile phone, after all. Ratings and reviews are little
signposts left by decision-makers for other decision-makers. The people who read them
are not just noodling around online. These are people who are planning to buy.
* * *
CEOs and CMOs tend to get nervous about online ratings and reviews — especially
about opening up their own sites to user comments. What if somebody says something
negative? What if a whole lot of people do?
My answer to that is, relax. Here’s why:
Most reviews are good. “We’ve found that the worldwide average for prod-
uct reviews is a 4.3 out of 5.0,” says Brett Hurt of Bazaarvoice. His company provides
customer conversation services to corporations ranging from Wal-Mart to Johnson &
Johnson. According to Brett, 80% of all reviews online are four to five stars.
There’s more: “We find that there’s a new version of the 80–20 rule: 80% of reviews
on the site of a given retailer are written by the top 20% of their customers by lifetime
value. We call them the super shoppers.”
The math is simple enough: People like to talk most about the products they love
the most.
Bad reviews aren’t all bad. “People are scared to death of messaging not
being all positive,” says Dave Reibstein. “But negative comments add authenticity.”
Brett Hurt puts it another way: “Fear of the negative is the thing that still really holds
back adoption of the Zero Moment of Truth. We see that fear especially with people like
32
32. Chapter 4: Ratings and Reviews: Word of MOT
dentists or real estate agents, businesses that are more about a person than a product.
But the truth is, negative reviews increase conversion rates for all kinds of businesses,
because people see them and know that they’re shopping in a truthful environment.”
If you’re building an awful product, that’s one thing. But if your product is good (as
it surely is) then you really shouldn’t fear the occasional negative comment.
The conversation is already going on. Right now, at this moment,
people are talking about your product online. You can’t start it or stop it. You can
choose not to engage, but that’s really like sticking your head in the sand while a
competitor jogs by to grab your customers. Better to welcome the conversation and be
part of it yourself. As Brett Hurt puts it, “Word of mouth online has got to become part
of the central nervous system for every company.”
* * *
Why would people make decisions based on the opinions of strangers? They don’t.
They make decisions based on the opinions of people like themselves. Which is who they
find at ZMOT.
“That’s the mindset I’m in when I’m using online platforms,” says Tina Sharkey,
chairman and global president of BabyCenter. “On our site we see parents asking: ‘My
child just lost her first tooth. What are the going rates for the Tooth Fairy? When is it
time to tell the truth about the Tooth Fairy? How do I handle that?’”
You’ll see the same thing happen whether the topic is the Tooth Fairy or accounting
software for a 20,000-person corporation. People look for others who have been in the
same situation as they are now. They know that fellow consumers (unlike advertisers)
aren’t trying to sell them something.
Our 2011 ZMOT study found that 37% of shoppers find online social sources to be
an influential driver when making decisions. That was up from 19% in 2010 — nearly
doubling in one year. The top online social activities among shoppers:
• Getting an online referral from a friend
• Becoming a friend or follower of a brand
• Reading blogs where the product was discussed
• Seeing the brand mentioned on a social networking site like Facebook
People have a powerful urge to share knowledge once they reach their own “moment
of mastery,” as Tina Sharkey calls it. “That parent who has the kid with the certain
allergies, she now knows how to navigate that. And she wants to share. She went
through it, she acquired the knowledge herself, and now she’s trying to really help and
support others.”
Most of us have empathy for people who are right behind us, going through the same
thing. And if we can make it easier for them, we do. You know the old saying: “If only
I knew then what I know now.”
33
33. ZMOT: Winning the Zero Moment of Truth
The truth is that for many shoppers in many categories, the single most powerful
impetus to buy is someone else’s endorsement.
Google is so convinced of this that we created the +1 button, which lets anyone
recommend products, services and websites to friends with a single click. While looking
at a website or even at search results, you click the “+1” button to tell your friends, “I’m
a fan of this.” Next time your friends search, they will see your recommendation below
the search result for that page. You become part of their ZMOT.
A kind of super-value is created when search and social media are combined this way.
It’s classic word of mouth, like asking friends if they’ve visited Mount Rushmore or if
they know a good place to stay in Lake Tahoe.
Figure 4-1: Example of Google’s +1 button in search results
Source: +1 as illustrated on the Google Official Google Blog on 3/30/11
But it’s word of mouth that you can find exactly when you need it. You don’t have
to comb through emails or hope you can find the right friend at the right moment. If I
search for a hotel online and six of my friends have given it a “+1,” my decision is made.
* * *
Let me make another point about ratings and reviews online: They’re a tremendous
resource for customers, but they’re also a tremendous resource for businesses.
“ZMOT is an incredible source of insight for brands to really understand how satis-
fied their customers are on a real-time basis,” says Brett Hurt.
“You can see what people are saying to each other about your product every day,
which is a totally different idea than a survey. It’s like I went to a market research firm
and said, ‘I don’t want to just survey the general public about my product; I want the
people who are likely to talk about it and express a strong opinion.’
“A focus group is artificial. People are paid to be there. They know that there are
agency people behind the glass watching them,” he says. “The only thing that’s pure and
34
34. Chapter 4: Ratings and Reviews: Word of MOT
authentic in terms of what’s actually happening in the marketplace is how people talk
to each other.
“For businesses, ZMOT has evolved from a simple, ‘I need to increase my sales
online,’ to a holistic approach of, ‘Oh my gosh, I can actually be better informed than
I’ve ever been before about marketing and merchandising.’ An observant product man-
ager can find out precisely why they’ve been getting a high return rate or why they’ve
been getting high sales.”
A machine that lets you know exactly what your customers are thinking as they make
product decisions? That shows what they want and need from you? And even lets you
reply to them if you want? What a concept.
Except it’s no longer a concept — it’s how people actually share today at ZMOT.
35
35. THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGH
GHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUA
FTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHO
GHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NO
THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOU
HT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQ
TERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTH
HT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, N
HT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQ
TERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHO
HT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT
GHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUA
FTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHO
GHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NO
THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOU
HT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQ
TERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTH
HT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, N
HT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQ
TERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHO
HT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT
GHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUA
FTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHO
GHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NO
THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOU
HT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQ
TERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTH
HT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, N
HT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQ
TERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHO
HT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT
GHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUA
FTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHO
GHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NO
THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOU
HT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQ
TERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTH
HT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, N
HT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQ
TERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHO
HT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT
GHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUA
FTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHO
GHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NO
THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOU
HT EQUAL THOUGHT, NOT AFTERTHOUGHT EQUAL THOUGHT, NOT AFTERTHOUGHT EQ
36. CHAPTER
5
E Q U A L T H O U G H T, N O T
AFTERTHOUGHT
“What we face now is a pace of change that is unprecedented.
Major innovations that used to change our lifestyles maybe once
or twice in a generation, we’re seeing that now almost on an
annual basis.
So what needs to be top of mind for all marketers, no matter
how established their brand is, is to stay relevant among
our consumers.
We have to think about how the lives of our end users are changing,
whether that end user is a consumer, a patient, a doctor or
anyone else. And to remain relevant we need to be part of their
new ecosystem.”
— Kim Kadlec
Worldwide Vice President
Global Marketing Group
Johnson & Johnson
If there’s one truth I’d like you to other three. And in fact, it can help you
take away from this book, it’s this: keep those other three plates in the air.
ZMOT must be an equal thought, There are certain objections to ZMOT
not an afterthought. that we hear all the time. Let me share a
Remember the plate-spinning acrobats few with you.
you used to see at the circus? If you’re a “Nobody looks online for
business owner or brand manager, you’ve
toothpaste or paper clips.”
always had three plates to keep spinning:
stimulus, shelf and experience. Really? Tell that to 3M. In the first year
I’m here to tell you that ZMOT is a after they started taking website com-
fourth plate. It’s just as important as the ments about Scotch Tape, they got almost
37
37. ZMOT: Winning the Zero Moment of Truth
3,000 comments from users. Comments like this:
I use this tape all the time because it holds the things I want to hold together
without being seen. I have used this product for years and will continue using
it for many more years.
Yes, people take the time to leave messages online about how much they love
Scotch Tape.
That’s because the effort is down to zero. You would never get in your car, drive to the
library and walk up to the second floor and ask a sleepy librarian for Consumer Reports
before buying a 39-cent ballpoint pen. The effort and the item are imbalanced. But now
there’s no friction. You can pull out your mobile phone and look it up — or leave your
own opinion — on the fly.
When I go to a presentation at, say, a Hilton Hotel, I tell the audience this: “There are
more reviews online for the Bounce Dryer Bar than there are for the hotel we’re sitting
in right now.” It always startles people, and it’s always true.
ZMOT is not just for vacations and cars and refrigerators. It’s for a $5.99 bottle of
dandruff shampoo or a $3.29 box of cereal or that 39-cent pen. People like to learn
about and participate with all the products they use. Believe me, your great product is
no different. Consumers have learned to apply the strategies they’ve used for buying cars
and refrigerators to everyday items.
“It doesn’t apply to my industry.”
Classic objection.
Beth Comstock, the senior vice president and chief marketing officer of General Electric,
has a pretty good perspective on this, since GE makes everything from light bulbs to jet
engines. She says:
Maybe if you make locomotives, or the software that automates production
lines, you think: Why should I have videos or web content out there? Who’s
going to use that?
But one day at our marketing council we did YouTube searches for just those
kinds of things. And you know what? Up came hundreds of videos, including
videos from our competitors on things like intelligent thinking for production
line automation. It was a great eye-opener. I think we could have entered any
topic and found the same thing.
We’ve seen enough data to know that C-level executives do their own search
queries for research before they ever meet with potential suppliers. Whether
you’re buying a new refrigerator or a jet engine, you want to do your home-
work in advance.
If you’re not visible online when people are doing that homework, believe me, they’ll
find others who are. Here’s what Brian Dunn, the CEO of Best Buy, told RetailGeek.com
38
38. Chapter 5: Equal Thought, Not Afterthought
in 2011: “We know that 60% of our U.S. store sales are influenced by our customers’
experience on BestBuy.com.”
That percentage is not unusual. The numbers are high for beverages, school supplies
and any other goods you normally wouldn’t order online.
If you’re a local pizza shop or electronics store, it’s even more critical that you be
available at ZMOT. It’s where people are going to find you today. You might be sur-
prised to hear that 20% of searches across all Google properties are local. That’s not all:
that number doubles to an amazing 40% for mobile searches.1
We recently ran a test across four major food brands with a research partner,
SymphonyIRI. For each brand, we chose a test market where we showed no ads. In a
matching market, where conditions were equal, we turned on search. The results? Mar-
kets where consumers could see search ads had an average +3.1% lift in in-store volume
sales.2 A 3.1% lift in a category that is usually flat!
And ZMOT is certainly not just for groceries and consumer packaged goods. Our
Shopper Sciences survey showed just how widespread ZMOT is in all categories as
shoppers make decisions:
Figure 5-1: Cross-category chart
Number of % of
Average
sources used shoppers
Category Purchased usage across
by the typical influenced at
sources
shopper ZMOT
Automotive 18.2 34% 97%
Technology (Consumer Electrionics) 14.8 30% 92%
Voters 14.7 35% 95%
Travel 10.2 22% 99%
Over-the-Counter Health 9.8 18% 78%
Consumer Packaged Goods: Grocery 7.3 15% 61%
Consumer Packaged Goods:
7 14% 63%
Health/Beauty/Personal Care
Quick-Serve Restaurants 5.8 12% 72%
Banking 10.8 25% 91%
Insurance 11.7 26% 94%
Credit Card 8.6 19% 81%
Investments 8.9 20% 89%
Source: Google/Shopper Sciences, Zero Moment of Truth Industry Studies, U.S., April 2011
Sample sizes for each category noted in appendix Figure A-10.
39